October 25th, 2016




Time and again, particularly in growth businesses, I see leaders proudly trumpeting their unplanned but hugely gratifying successes that they have achieved. When I ask about what decisions they will make today about planned future growth, their default is to say that we are in “pause mode”, and recall past stories of investing too early in entirely different businesses, at entirely different stages of growth. “I know it sounds silly, we know that we need to invest first and then enjoy the returns but we are not in that mindset, at present.”

The effects are the “stop-start” impact of growth on the top and bottom line. Sales pipelines that are at one moment overflowing and another running dry, revenues that have a strong couple of quarters followed by leaner quarters and increased volatility in profits. The volatility creates a sense of unease in management’s own thinking and often investor unease in management’s ability to achieve their projected profitable growth targets, as originally agreed. Confidence is a fragile vase, once shattered hard to put back again.

We all know that we must grow our businesses but coming to terms with the consequences of growth is seismic for some entrepreneurs and executives. From an investor’s perspective, management’s fear of growth (“FOG“), is as debilitating a condition for an organisation’s future as the actual consequences of the growth investments made. The consequences of investing too late or not at all, are rarely even considered after the event by management (the great business development hire you never made, the business you could have acquired, the market opportunity you could have secured and so on).

Understanding what are the causes of “FOG”, are fundamental to growing a thriving business. Why is it that management are unable to take prudent risk? Why cannot they put in place appropriate preventative and contingent actions? Why have they stopped trusting their own judgement?

The answers give you a more profound understanding of the management team, the beliefs that govern their actions and the results that in all probability will arise for investors.

There are, of course, rational consolidation moments in periods of high growth, to ensure growth is manageable and healthy or when there are dramatic macro environmental changes taking place in a designated market. What I am suggesting entrepreneurs and executives think about is the irrational moments, management’s self-inflicted fear of growth and the consequences for their key constituents. Are they afraid of the dark or the “monsters” that may appear in the dark?

© James Berkeley 2016. All Rights Reserved.



James Berkeley to Speak to Stanford Continuing Studies Start-Up Class On Uncommon Early-Stage Capital Raising Approaches

October 19th, 2016




Berkeley to Discuss Strategy and Tactics for Global Entrepreneurs  

London, England— 19th October, 2016

James Berkeley, Managing Director of ELLICE CONSULTING LIMITED will be speaking to  the Fall 2016 class, “How to Build Successful Startups,” about how to get investors eager to meet you, the behaviours that turn them off and why “CASH”, a concept developed by Berkeley, is the quickest route to obtaining committed capital. The online Zoom session is scheduled for Thursday, 20th October, 2016 and is being co-hosted by Continuing Studies Program instructor John Kelley.

“I am constantly amazed by what I didn’t know two months ago. In bringing hundreds of investors and entrepreneurs together from around the world to address complex and ambiguous growth investments, continuing education is arguably the most under-valued aspect of the entrepreneurial journey. We invest blood sweat and tears in our business ideas and ask investors to validate their judgement by deploying scarce capital, yet as entrepreneurs we are often remiss in investing appropriately in our own skills, expertise and behavioural traits”, notes Berkeley, an expert in sourcing and deploying capital in world-class businesses. “The future for entrepreneurs is about “CASH”. Compulsive content, abundant credibility, striking rapport with investors and huge cash-on-cash returns. The good news, it has never been easier for entrepreneurs to stand out from the crowd so long as they are willing to engage with investors beyond the obvious steps.” Berkeley will help participants to translate his success practices into practical action for immediate application in their own businesses.

James Berkeley brings entrepreneurs and investors, who never imagined collaborating together to turn a business concept into an organisational reality. Today: an idea. Tomorrow: committed capital. He has worked extensively with North American, European, Middle Eastern and Asian venture capital funds, corporate venture capital, Family Offices and HNW entrepreneurs seeking proprietary deal flow and strategic deployment of capital into remarkable business ideas. He has helped over 120 investors and entrepreneurs in insurance, financial services, leisure, business services and technology source capital and accomplish record amounts of value creation in the past 5 years with impressive cash-on-cash returns.

Interview With Me: Risks Of International Expansion

October 17th, 2016

In an interview with ChronicleLive reporter Mark Lane, James explains why the risks of expansion are often overlooked as investors and management jump on the bandwagon of international growth, often with disastrous results.

Export Strategies Can Make or Break An Organisation 

Acending To The Top Step

October 17th, 2016




Why do so many people consciously ignore the biggest risk to getting the business or opportunity, the absence of a peer-level trusting relationship with the individual(s), whose power and influence can scupper their ability to meet their client’s objectives? If the risk is obvious, why don’t they address it BEFORE they bid for the business or seek the opportunity. Do we have an attitude deficit (we are not a peer of those people or our immediate mid-level buyer won’t let us near them) or a skills deficit (intellectual firepower, use of language, comfort in a corporate strategic discussion and so forth)?

My experience is that the procrastination says more about how the individual views themselves (self-worth, value, scarcity) and less about the reality of the situation that they are faced with. If you are not willing to invest the time, skills and resources to address the risk (establish a peer-level trusting relationship) in advance, you are probably not “worthy” of the business or opportunity in future. Harsh but true?

© James Berkeley 2016. All Rights Reserved.


Interview with Me: Financial Times

September 27th, 2016

The Financial Times Wealth Correspondent, Hugo Greenhalgh, sat down with James to discuss the impact of wealth creation, investment and the stark changes occurring in parts of London’s fabric since he first arrived in 1986.

Dickens’ “Greatest Thoroughfare in London” Subsumed By Coffee Chains

Interview With Me: Do’s and Don’ts of Investing in Private Comanies

September 27th, 2016

In an interview for U.S. News & World Report with the former longtime staff writer, editor and columnist at the Chicago Tribune, Lou Carlozo, James talks about why many investors in private companies jump on the bandwagon of out-sized returns while overlooking the inherent risks. 



What Does A Family Office Do

August 31st, 2016



Spending time trying to define the differences between a “Private Office”, a “Private Investment Office”, a Single or Multi “Family Office”, is largely an exercise in futility. They are all labels that started with clarity but overtime have diffused into a host of different products, services and relationships serving the needs of HNW and UHNW individuals. There is no faculty. Today, there are hedge funds (SAC), private equity firms (Blue Pool Capital), investment firms (George Soros), lifestyle and concierge service firms, lawyers (DLA Piper), accountants (KPMG), search firms and a host of others morphing into one or more of these labels.

If you are establishing such an organisation today, seeking to utilise their services or do business with them, it is far more valuable to powerfully state, “we are an expert in …..” or ask “what exactly are you an expert in?” A great response, “We are the market-leading expert in accelerating the preservation of UHNW clients’ inter-generational wealth and the generation of income to support their lifestyle needs.” A lousy response, “we are an expert in financial and non-financial needs of UHNW clients including….(a laundry list of services)”

The listener wants to quickly know why THEY should give you the time of day. If you cannot peek their interest quickly, perhaps you are a commodity they can do without or you don’t value your own services highly? Which is it?

© James Berkeley 2016. All Rights Reserved.

Idiotic Management: British Telecom (BT)

August 30th, 2016

A call from a Jennifer Williams at BT, our broadband service provider’s security department, alerts us to suspicious activity. The call request details send us to their main customer telephone (30 minute wait) or their chat line function, hosted in some far fetched location, where you spend 30 minutes trying to get someone, who can input your account details accurately.  If BT’s management are truly serious about lowering the costs of fraud, and improved customer care, they would do well shopping their own business processes. They make the keystone cops look like MI5.

© James Berkeley 2016. All Rights Reserved.

Fishing For Investors

August 22nd, 2016




In August the docksides and inlets in North Norfolk are lined with kids casting bait (bacon or salami are highly effective) on primitive fishing lines to catch the abundant crabs that lie close to the surface. Perhaps the crabs know the odds are stacked in their favour or they are so greedy but little boys and girls pluck them out at will before returning them to the sea.

What would entrepreneurs and executives give for a similar ease with the capital raising process? The reality today is that unless you are a well known “brand” with a powerful investor network, raising money is hard. Investors can be very choosy, they largely congregate in locations with big clusters of potential businesses to invest in and they are drawn to people, who have demonstrably made investors serious cash on cash on multiple occasions.

1. What are you doing to dramatise your value to your ideal investor(s) and the singularity of your investment proposition? (Use of powerful language, a peer of opinion makers, harnessing evangelists, creating excitement and so forth)
2. Why invest in you? (“Hot” proposition in the investor’s sweet spot)
3. Why invest now? (Brief window of opportunity)
4. Why invest in the manner you are proposing? (Special circumstances).

Time is the most precious commodity. You cannot rely on the kids fishing line, you must caste a fishing net to attract potential investors. You need to know where the high potentials reside. You need compelling “bait”. You need multiple conversations to be constantly moving in parallel, not sequential stages. You need to be constantly replenishing the investor pipeline with high quality leads. This is not a kids sport, this is your wealth at stake. Time to get serious.

© James Berkeley 2016. All Rights Reserved.

Abandoning Growth

August 18th, 2016











I am at a zoo in the English countryside with my daughter, watching rare breeds of monkeys play and eat. Once they have chewed on the best bits of lettuce they flick them off their perch onto the floor so they can make room for new supplies. They don’t hoard or persist in trying to nibble away at food that has passed its’ “sell by” date or they are bored with.

Yet in many expansive mid-market and larger businesses I see huge amounts of time invested and energy deployed in processes and activities that have long ceased to be effective. Managers lack sufficient focus, organisation, and the volition to make “tough calls” on what to abandon.

The consequence is that they are becoming less productive, they are self-limiting their value to their clients and the organisation’s growth potential.

Assuming there is no “spare capacity” in your business, in order to ascend to the next level of growth:

  1. What exactly are you going to stop doing or do less of this month and the month thereafter?
  2. When are going to schedule the time and where are you going to implement that?
  3. How will you measure progress and success?
  4. Who must be held personally accountable to ensure your goal is met?

In my own business, I have consciously made a decision to abandon working for owners of startups and early stage businesses unless they past a stringent “smell test”. I will only offer strategic advice on dramatic growth opportunitiest to investors with substantial means and managers of businesses with upwards of £50M enterprise value from 1st September. I plan to keep a bi-weekly calendar. Account for the time saved (emails not read, calls not scheduled, meetings not set, and follow up not required) in rejecting the offers and the increased productivity earned.

I currently receive 3+ requests a week from entrepreneurs and small business owners, particularly seeking help attracting growth capital. They have an unquenchable appetite for advice but by and large, a poverty mentality in paying for it and investing in their own performance. Sorry I need to better invest my time if I am to be more valuable to clients, who want to go where I want to go.

If monkeys can make that simple determination without fear, why cannot intelligent managers and ambitious organisations?

© James Berkeley 2016. All Rights Reserved.